Getting Started: Applying Design Thinking to the Employee Experience Power Tools for Nonprofits Conference - November 2018

Introductions PAULA DESCANT MOORE Deloitte Consulting

DESIGN THINKING OVERVIEW Agenda SESSION INTRODUCTION 5 minutes DESIGN THINKING OVERVIEW 5 minutes PERSONA/ EXPERIENCE MAP 30 minutes DEBRIEF & WRAP UP 15 minutes

Today, we will focus on three topics Objectives Introduce design thinking as a problem solving approach 1. 2. 3. Discuss how to turn design thinking insights into tangible onboarding approach Put design thinking into action by developing a persona based on your employees Today, we will focus on three topics

Session Introduction

Identify a few key touchpoints that were missed 5 minutes Activity 1 1 2 Identify a few key touchpoints that were missed Review the journey map

Bridget’s Journey at a Non-Profit as a Marketing Specialist Quote I’m passionate about the mission of this organization. I have 5 years of marketing and social media experience at a non-profit that I worked at before joining this organization. Day 120- A new team member joins the team and shares some new marketing approaches. Bridget talks to her Director to see if they can attend a non-profit marketing conference. Unfortunately, there is no budget Day 365- The annual fundraising campaign planning begins. Bridget works closely with teams across the organization to ensure marketing and social media is covered. She’s really focused on building more cross-team collaboration Day 30- Bridget’s first few social media campaigns were a huge hit that exceeded all the set goals! Bridget’s teammate is excited for her, but no one else mentions anything Day 90- Bridget’s teammate decides to take on a new role at another organization. Bridget’s workload suddenly doubles and she feels overwhelmed. Unfortunately, no one on the team has bandwidth to help Day 0- Bridget receives an exciting call from the recruiter to tell her she landed the role Day 1– Bridget meets the team and is assigned a few projects right away

Key Theme Across Non-Profits Create a culture that supports opportunities to build, share, and understand other areas within the organization and encourages guidance from leaders and mentors, in order to grow together. Take part in purposeful experiences, with a focus on quickly finding and applying knowledge and skills. Deliver business needs while utilizing a flexible work environment to keep employees engaged. Build a culture of recognition and reward through excellent employee behavior by providing both monetary and non-monetary awards reinforcing that behavior. Scale Market Changes Development Culture Flexibility Connectivity Recognition Communication Professional Development Collaboration, shared understanding Empowered beyond the workplace Improved communication and a commitment to consistent, clear messaging to help build a culture of trust. Leading the Employee Experience

Design Thinking Overview

Why employee experience Why employee experience? Because it allows organizations to recognize an employee’s value, and decide how to maximize that value through dynamic, personalized treatment In business, the customer is king. Companies go out of their way to deliver the best experiences possible. But what if your organization could deliver an employee experience that felt more like a world-class retail experience? The employee experience, however, is typically very different. Employees are often expected to navigate complex systems and processes that can include anything from viewing pay stubs to completing performance management reviews. Employees with meaningful work promotes… Autonomy Empowered teams Select to fit A strong trust in leadership creates an organization with… Mission and purpose Transparency and honesty Continuous investment in people

How do you design an intentional employee experience How do you design an intentional employee experience? It begins with design thinking. Design thinking is… a problem solving philosophy that focuses on users’ and organizations’ needs to create offerings that are intuitive and deliver value

It focuses on quickly building and testing ideas with stakeholders The design thinking process is not linear and is different from other problem solving approaches Test & Launch Prototype Ideate Empathize & Refine Ask & Define It focuses on quickly building and testing ideas with stakeholders The process starts with the people that you are designing for It examines the needs, dreams, and behaviors of the people we want to affect with our solutions, first, before choosing what is feasible and viable

Defining the employee persona Personas allow us to apply marketing principles to the employee experience, providing human portraits of employee segments based on real-world data and in-person research Personal background Background and motivations Areas of expertise and competencies Demographic information Role-based skill and development needs Learning preferences Vignette / Context Personas are fictional characters based on real world data and research, developed to represent stakeholder groups Personas are one of the purest forms of design thinking. By engaging segments that are representative of an entire organization’s population, the future design of employee experience will reflect what employees want and need – not what we think they want and need Personas can provide a voice to employee groups who may not otherwise be participating in the requirements gathering process GUIDING PRINCIPLES

Mapping the target employee experience Experience maps allow us to define and validate the optimal employee experience for each persona, bridging the gap between employee needs and “the art of the possible” Employee’s high-level demographics Employee’s desired end point Employee interactions (e.g., onboarding, coaching) Employee’s starting point Experience maps provide insight into ideal end-to-end user experience, mapped to relevant employee personas or user profiles They seek to solve for specific current-state pain points and future-state aspirations (e.g., value delivered) Experience maps should show a mix of aspirational and realistic employee experiences, based on context GUIDING PRINCIPLES

Persona Activity

15 minutes Activity 2 1 2 Review the persona template on your table Leveraging design thinking principles, complete the persona template

Persona Development Activity New Hire Nelson Development Manager Nelson has been hired at your organization as a Development Manager. He is a strong fundraiser and well-respected by his teammates. Nelson has inquired about opportunities to do more and grow in his role and with the organization. How does Nelson like to be recognized? Who does Nelson collaborate with (frequently and less frequently)? What types of professional development opportunities are valuable and desired? Does Nelson have any flexible work environment preferences or requests? How does Nelson prefer to receive communications?

Nelson’s Experience

1 2 Activity 2 Review the experience template 15 minutes Activity 2 1 2 Review the experience template Leveraging design thinking principles and your persona template Develop an experience map using one of the five themes: Communication Recognition Collaboration Professional development Empowerment

Experience Map Development Activity “I hope this non-profit I am joining, allows me to do more and grow in my role and with the organization.”

Experience Maps

Let’s discuss. How can we take the personas we developed today and turn them into actionable results? What will you need to do to achieve this desired future state? Which stakeholders within your organization will need to be engaged in this journey? What are the questions/concerns that need to be addressed to move forward?

Thank you & Questions

Handouts

Bridget’s Journey at a Non-Profit as a Marketing Specialist Print 1 copy per attendee Bridget’s Journey at a Non-Profit as a Marketing Specialist Quote I’m passionate about the mission of this organization. I have 5 years of marketing and social media experience at a non-profit that I worked at before joining this organization. Day 120- A new team member joins the team and shares some new marketing approaches. Bridget talks to her Director to see if they can attend a non-profit marketing conference. Unfortunately, there is no budget Day 365- The annual fundraising campaign planning begins. Bridget works closely with teams across the organization to ensure marketing and social media is covered. She’s really focused on building more cross-team collaboration Day 30- Bridget’s first few social media campaigns were a huge hit that exceeded all the set goals! Bridget’s teammate is excited for her, but no one else mentions anything Day 90- Bridget’s teammate decides to take on a new role at another organization. Bridget’s workload suddenly doubles and she feels overwhelmed. Unfortunately, no one on the team has bandwidth to help Day 0- Bridget receives an exciting call from the recruiter to tell her she landed the role Day 1– Bridget meets the team and is assigned a few projects right away

Persona Development Activity Print 1 copy per attendee Persona Development Activity New Hire Nelson Development Manager Nelson has been hired at your organization as a Development Manager. He is a strong fundraiser and well-respected by his teammates. Nelson has inquired about opportunities to do more and grow in his role and with the organization. How does Nelson like to be recognized? Who does Nelson collaborate with (frequently and less frequently)? What types of professional development opportunities are valuable and desired? Does Nelson have any flexible work environment preferences or requests? How does Nelson prefer to receive communications?

Experience Map Development Activity Print 1 copy per attendee Experience Map Development Activity “I hope this non-profit I am joining, allows me to do more and grow in my role and with the organization.”